Security Service Plan for Jinghu Peninsula Residential Community

Original: https://cli.im/article/detail/1961

I. Service Guiding Philosophy

Under the unified leadership of the Jinghu Peninsula Property Management Company (hereinafter referred to as "the Client"), and in accordance with national laws, regulations, rules, the "Security Service Contract," the "Property Management Law," the "Homeowner Covenant," and various safety management rules and regulations of the residential community, we adhere to the service philosophy of "People-oriented, Residents First, Quality Service, Safety Assurance." We meticulously organize and execute operations to provide professional security services for over 700 households in the community.

II. Service Management Model

Upon commencing service in the project, our company insists on fully implementing security services through our unique service management model, which is "Dual Leadership, Institutionalized Management, Military Standardization, and Standardized Service."

(I) Dual Leadership

Dual leadership means that security service activities (within the Jiliang Kangjun residential community, same below) are conducted under the joint leadership of the Client and our company.

First, we ensure the Client's unified leadership and management of security services. As an integral part of property services, security services professionally fulfill the duties entrusted by the Client to achieve the overall objectives of the Client's property management. We consistently maintain that security services must be organically integrated with overall property services and firmly accept the Client's unified leadership and management.

Second, our company provides leadership and management for security services. This leadership and management are primarily reflected in the security service process, including standardized management and professional quality education and training for security personnel, implementation of security post duties, inspection and rectification of service quality, emergency response to security incidents, and handling of labor relations and rights protection matters for security personnel.

Dual leadership facilitates integration, consistency, and cohesion between the security team and the Client; promotes the organic combination of security services with other property management tasks; enables timely improvement and enhancement of security service quality; and fosters information sharing, coordinated actions, consistency, and harmonious relations between the Client and our company.

(II) Institutionalized Management

Institutionalized management means that the professional conduct of security personnel and security service activities are governed by the written rules and regulations of both the Client and our company. We strictly adhere to managing posts, personnel, and matters by these rules. Institutional management regulates the professional image and duty behavior of security personnel; manages community public security and public safety order; standardizes security service activities; supervises, inspects, assesses, and evaluates security service performance and quality; and addresses violations and issues. In summary, it places the management and service of security entirely under the framework of written regulations.

In terms of security team training, management, and duty standards, our company has comprehensive and mature rules and regulations. During the security service process, we promptly assist the Client in establishing and improving corresponding management rules and regulations based on new safety management situations that arise, ensuring real-time跟进 of institutionalized management.

Through unified and standardized institutionalized management, we ensure improved efficiency and quality of security services, promoting the harmony and stability of the management order in the Jiliang Kangjun residential community.

(III) Military Standardization

Given the characteristics of the security service industry, our company consistently adheres to military standardization for the security team and service activities, fully implementing pre-service military training, military-style internal management, military-standard duty appearance, and military discipline and conduct. Military standardization cultivates a military spirit, loyalty, and professional素养 in the security team, enhancing its discipline and effectiveness. This is significant for ensuring security service quality, showcasing the Client's positive image, improving property service quality and management levels, and building the property culture of the Jiliang Kangjun community.

Our management and training team, primarily composed of active police officers and demobilized military cadres, provides the intrinsic guarantee for implementing military-style management of security services.

(IV) Standardized Service

Before providing security services, our company first refines and quantifies the operational procedures and quality standards of security services based on the actual conditions of post responsibilities and service personnel. We develop the "Security Service Operating Procedures and Quality Control" service guidance document and use it to train security personnel in post-specific business, standardize security duties, and control security service quality. Implementing standardized service can quickly enhance the professional quality and practical skills of security personnel, effectively ensure stable improvement in service quality, and facilitate the Client's supervision, inspection, and assessment of security services.

Implementing standardized service plays a protective role in achieving team professionalism, service specialization, management institutionalization, duty proceduralization, and image standardization.

III. Security Duty Model

The Jiliang Kangjun community, spanning phases 1-4, comprises 80 buildings, four entrances/exits, and 1,600 households. Considering the actual situation of the Jiliang Kangjun community, to achieve the goals of protecting residents' personal and property safety, maintaining community social order, promoting smooth property operations, and realizing closed-off management, security resources need to be scientifically and reasonably allocated. Based on the characteristics of property community security services, the security duty model is divided into four types: Entrance/Exit Management Service, Vehicle Order Management Service, Key Route Guarding Service, and Community Patrol Service.

(I) Entrance/Exit Management Service

Entrance/Exit Management Service involves security personnel managing individuals and vehicles passing through the community entrances/exits. To achieve closed-off management, as required by the community property management, future duties will involve screening incoming and outgoing vehicles: vehicles with garages or parking spaces within the community will be managed via Bluetooth and automatically granted passage. For resident vehicles without garages or parking spaces, passage will be granted based on the capacity of public parking spaces within the community; when capacity is full, residents will be guided to park outside the community. Residents will use access cards; non-residents without cards will need to register before entry. Security personnel assigned to entrance/exit management must wear prescribed uniforms, carry protective equipment approved by public security authorities, carry walkie-talkies as needed, and maintain a duty logbook.

(II) Internal Vehicle Order Management

Parking is strictly prohibited on both sides of roads within the community. In specific areas approved by the community property management, one-way parking may be permitted. Security will guide vehicles in front of garages and in paid parking spaces to prevent other residents' vehicles from parking there and obstructing access.

(III) Key Route Guarding Service

Key Route Guarding involves protecting and safeguarding building area security and specific targets as needed by property management, maintaining normal order in the guarded area, and promptly preventing unauthorized personnel from entering the guarded scope. This includes areas prone to accidents or hazards such as underground garage entrances/exits, areas in front of personal garages, narrow turning areas, gas leak zones, construction zones, material storage areas, monitoring rooms, and finance offices. This duty is机动 in nature; if there is no guarding task, it can be converted into机动 patrol, and guarding personnel become patrol personnel.

(IV) Community Patrol Service

Security personnel conduct inspections, vigilance, and protection of residents' safety by patrolling specific areas, routes, and targets within the Jiliang Kangjun community, including 84 buildings in Phases 1 and 2, 11 high-rise buildings in Phase 3, and 37 commercial enterprise buildings. Patrols deter potential offenders and effectively prevent harm to residents. They involve checking, discovering, reporting, and promptly eliminating various safety hazards to prevent incidents such as fires, explosions, or crimes like robbery and theft. During patrols, unit doors of buildings are checked and closed. Improperly parked bicycles, motorcycles, or cars should be guided to park correctly. Based on the formulated patrol plan, three patrol routes are determined, using the three entrances/exits as base points and community pathways as baselines. Methods include foot patrols or bicycle patrols, employing one-way patrols, round-trip patrols,交叉 patrols, and循环 patrols. Security personnel on patrol duty must wear prescribed uniforms, carry protective equipment approved by public security authorities, carry communication and alarm devices as needed, use lighting tools for night patrols, and maintain a patrol duty logbook.

IV. Responsibility Determination

The property management company must provide necessary working conditions and equipment for on-duty security personnel to perform their duties normally. Equipment other than security uniforms is the responsibility of the property company, which also provides free accommodation and meals. Additionally, the property company is responsible for the daily work guidance, leadership, supervision, and inspection of security personnel. If substandard service is identified, it should be recorded and reported to the responsible person of the security service company stationed at Jiliang Kangjun. The responsible person should immediately take measures to correct the issue based on the actual situation to minimize adverse effects. If a security officer is unsuitable for work in the property community, upon request by the property management leadership and verification by our company, they will be promptly replaced.

The security service company shall analyze and evaluate the causes of substandard service to strengthen monitoring, improve management systems, continuously enhance service levels, and prevent recurrence. For losses to public facilities in the property community caused by security personnel negligence or security company management errors, the security company shall bear corresponding responsibilities as per the contract. The security company is legally responsible for handling aftermath matters related to personal injuries sustained by security personnel during duty. Labor risks arising from security services are borne by the security company. The security company assists public security authorities in handling public security or criminal cases occurring during the property management process.

V. Personnel Quota

The total quota for security personnel is 24. There is one overall responsible person and two deputy responsible persons specifically managing day shift and night shift duties. The overall responsible person is accountable to both the property company and the security company. Calculating four rest days per security officer per month, four security officers should be off duty daily, ensuring 20 security officers are on duty within the community. Excluding two officers in the monitoring room, the remaining 18 security officers in the community are divided into day and night shifts: 9 on day shift (4 at entrance posts, 4 on community patrol, 1 in the monitoring room - who can be the team leader or squad leader, responsible for monitoring and on-site supervision of security work) and 9 on night shift (4 at entrance posts, 4 on community patrol, 1 in the monitoring room). Regarding age distribution, the day shift requires a presentable image for courtesy posts, so relatively younger security officers should be assigned; the age requirement for night shift officers can be appropriately relaxed.

Strength builds quality. Jiliang Group is a Fortune China 500 enterprise, and Jiliang Real Estate is a model brand in the real estate industry. Qian Guo County Security Service Co., Ltd. has the confidence and capability to contribute to the development of Jiliang Group, Jiliang Real Estate, and Jiliang Kangjun Property Management.